final odmp research strategy-jan2006

8/8/2019 Final ODMP Research Strategy-Jan2006

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Ministry of Foreign Affairs, Danida Government of the Republic of Botswana

NCSA and HOORC

Final Research Strategy

For: Okavango Delta Management Plan,

Research and Data Management Component

January 2006

Ref No. 104.Botswana.1.MFS

In association with:

DHI Water and Environment

HedeselskabetCSIR


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DEVELOPMENT OF A FIVE- YEAR RESEARCH STRATEGYFOR THE OKAVANGO DELTAMANAGEMENT PLAN (ODMP)

By

PJ Ashton, SD Turner, KH Jensen, PJ Mundy and B Neergaard Bearden

January 2006


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Okavango Delta Management Plan ProjectResearch Strategy Report

January 2006

The Development of a Five-Year Research Strategy for the

Okavango Delta Management Plan (ODMP)

Contact details for the Research Strategy Project Team:

Dr Peter J Ashton: Division of Water Environment & Forestry Technology, CSIR, P.O. Box 395,Pretoria 0001, South Africa.Email: [email protected]

Dr Stephen D Turner: Centre for International Co-operation, Vrije Universiteit Amsterdam,De Boelelaan 1105, 1081 HV Amsterdam, The Netherlands.Email: [email protected]

Professor Karsten H Jensen: International Research School of Water Resources FIVA, GeologicalInstitute, University of Copenhagen, ster Voldgade 10, DK-1350 Copenhagen, Denmark.Email: [email protected]

Professor Peter J Mundy: Department of Forest Resources and Wildlife Management, NationalUniversity of Science and Technology, P.O. Box AC 939, Ascot, Bulawayo, Zimbabwe.Email: [email protected]

Dr Birgitte Neergaard Bearden: NIRAS/Scanagri A/S, Sortemosevej 2, DK-3450 Alleroed, Denmark.Email: [email protected]

Cover photograph:

Aerial view of a portion of the Okavango Delta(Photograph supplied by Dr Cornelis VanderPost, HOORC, Maun).

When used as a reference, this document should be cited as follows:

Ashton PJ, Turner SD, Jensen KH, Mundy PJ and Neergaard Bearden B(2005). Development of a Five-Year Research Strategy for the OkavangoDelta Management Plan (ODMP). Contract Report for the Okavango DeltaManagement Plan (ODMP) Secretariat, Maun, Botswana, by Scanagri A/S,Copenhagen, Denmark. Xiv + 101 pages.


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OKAVANGO DELTA MANAGEMENT PLAN (ODMP) PROJECT

RESEARCH STRATEGY REPORT

Table of Contents

Page

Executive Summary.............................................................................................................. iiiAcknowledgements.............................................................................................................xiii Abbreviations ......................................................................................................................xiv1. Approach to the ODMP Research Strategy Assessment ......................................11.1. Introduction..................................................................................................................1 1.2. Target Audience for this Document.............................................................................11.3. Procedure and Approach Adopted in this Study .........................................................21.4. Structure of this Document..........................................................................................32. Background to the ODMP Research Strategy ........................................................42.1. Introduction..................................................................................................................4 2.2. The Okavango Delta Management Plan (ODMP) .......................................................52.3. Setting the Scene: Research to Support Management ...............................................62.4. The Need for an ODMP Research Strategy................................................................82.5. The Links between Research, Monitoring and Data Management .............................93. The Proposed OMDP Research Strategy..............................................................103.1. Objectives of the Research Strategy.........................................................................103.2. Defining and Segmenting the Research Components ..............................................103.3. Hydrological Research ..............................................................................................12

3.3.1. Key issues...................................................................................................123.3.2. Current status of monitoring and research..................................................133.3.3. Requirements for management ..................................................................153.3.4. Monitoring and research strategy ...............................................................17

3.4. Ecological Research..................................................................................................213.4.1. Introduction .................................................................................................213.4.2. Key issues...................................................................................................213.4.3. Current status of monitoring and research..................................................223.4.4. Requirements for management ..................................................................253.4.5. Monitoring and research strategy ...............................................................27

3.5. Socio-economic Research ........................................................................................303.5.1. Introduction .................................................................................................303.5.2. Key issues...................................................................................................303.5.3. Current status of monitoring and research..................................................323.5.4. Requirements for management ..................................................................343.5.5. Monitoring and research strategy ...............................................................35

3.6. Recommendations for Selected Cross-cutting Research..........................................453.6.1. Introduction .................................................................................................453.6.2. Examples of cross-cutting research themes...............................................46

4. Roles, Resources and Management Responsibilities .........................................494.1. Participation...............................................................................................................49 4.2. Institutional roles .......................................................................................................504.3. Integration and Co-ordination....................................................................................51


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4.4. Human Resources and Capacity...............................................................................534.5. Material and Budgetary Resources...........................................................................544.6. From Research to Sustainable Development............................................................545. Conclusions and Recommendations ....................................................................555.1.

Conclusions...............................................................................................................55

5.2. Recommendations ....................................................................................................56Appendix 1. Terms of Reference for the Strategy Development Team...........................59Appendix 2. Schedule of Activities.....................................................................................63Appendix 3. List of Key Documents Consulted ................................................................67Appendix 4. List of Stakeholders Consulted.....................................................................78Appendix 5. Proceedings and Concluding Comments from the Maun Workshop ........81Appendix 6. List of Applicable Conventions, Treaties, Accords and Protocols..........100

List of Tables

Table 1. Segmentation of the 12 ODMP components into four categories ............................11Table 2. Hydrological research topics of highest priority........................................................18Table 3. Hydrological research topics of medium priority.......................................................19Table 4. Hydrological research topics of lower priority...........................................................19Table 5. Key ecological issues...............................................................................................23Table 6. Available biodiversity statistics for the Okavango Delta...........................................25Table 7. Ecological research required for a deeper understanding of the Okavango Delta...28Table 8. Priority topics for focused ecological research in the Okavango Delta ....................29

List of Figures

Figure 1. The Okavango Delta Ramsar Site ............................................................................4Figure 2. Typical elements in a cyclical, adaptive management plan for the Okavango Delta 7Figure 3. Functioning of the Okavango Delta.........................................................................11Figure 4. From hydrological research to management...........................................................20Figure 5. Structure of the socio-economic research strategy.................................................37Figure 6. Arrangement, sequence and responsibilities for conducting the

recommended decisions and/or actions in the research strategy..58


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Executive Summary

The Okavango Delta Ramsar Site is the worlds largest area protected in terms of theRamsar Convention and forms the focal point of Botswanas growing tourism sector. Therequirements of the Ramsar Convention, combined with the expanding local and globalinterest in the Okavango Delta, made it necessary for the Government of Botswana todevelop an adaptable management plan, the Okavango Delta Management Plan (ODMP), toguide and regulate all activities that take place within the Okavango Delta Ramsar Site. Theprocess followed in developing the ODMP presented the Government of Botswana with aunique opportunity to meet its obligations under the Ramsar Convention and, simultaneously,achieve the necessary level of integration and co-ordination of activities and priorities.

This report is divided into five sections (Section 1.4); the content of each section issummarized here to provide a convenient overview.

Section 1 provides a brief introduction to the research strategy assignment and adescription of the three target audiences for this report, followed by a description of theprocedure followed during the execution of this assignment.

Section 2 contains a broad overview of the background to the Okavango DeltaManagement Plan (ODMP), explaining how research is needed to support managementand the specific role of the ODMP research strategy. The distinction between background(Pure) and more applied (Focused or Mission-orientated) research, and theimportance of sustained stakeholder engagement in all processes, is followed by a shortexplanation of the links between research, monitoring and data management.

Section 3 details the specific objectives of the ODMP research strategy, explaining whythe proposed research activities have been segmented into three core components, andthen describes each section of the proposed research strategy. This is followed by anexplanation as to how the different components should be integrated into a coherentwhole, and how this research strategy should be implemented.

Section 4 briefly discusses the roles, resources required and managementresponsibilities of individuals and institutions that conduct research within the ODMP.Specific attention is directed to capacity building and institutional structures, as well asthe need for formal co-ordination of the various research efforts carried out by differentparties by a Research Advisory Group (RAG).

Section 5 lists the conclusions and recommendations derived from the elements of theresearch strategy set out in Sections 3 and 4. This section also includes suggestions forensuring that the integrated research programme is implemented and evaluated.

Finally, six appendices list important supporting information relating to this assignment.

This report provides the details and rationale for a five-year research strategy as a key partof the ODMP, and is part of the research and data management component (Component 3)of the ODMP. This assignment was conducted by a small group of independent externalspecialists (see the teams Terms of Reference in Appendix 1 and schedule of activities inAppendix 2), thus avoiding possible perceptions of conflict of interest that might arise if the

strategy was compiled by researchers working within the ODMP components, and who mightsubsequently tender for specific research components.


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The research strategy presented in this report was drawn up after examination of extensivedocumentation (Appendix 3) and after consultation with a wide range of key stakeholders(Appendix 4), and is designed to complement the goals and objectives of the ODMP. Theresearch strategy team received inputs during structured interviews with stakeholders andfrom feedback received during a stakeholder workshop held in Maun on 16 May 2005.

Details of the workshop feedback are provided in Appendix 5.

The role of research activities is extremely important to both the development andimplementation of the ODMP. In particular, this ODMP research strategy has been designedspecifically to focus on those issues that will help to improve management of the OkavangoDelta Ramsar Site. This research strategy also acknowledges and emphasizes theimportance of directed and long-term monitoring activities. These complement and informon-going research and the management activities by providing evidence for the success orfailure of management actions, as well as a record of the state of the environment and theimplications for communities that depend on this environment. An effective system ofmonitoring is thus critically important for the ODMP.

Another extremely important issue is the essential support role provided by effectivemanagement of data and information. This activity, as represented by the Okavango DeltaInformation System (ODIS), provides the basis for sound decision-making while alsoproviding a formal record of both the decisions taken and their outcomes (or impacts) on theenvironment and wider society. Therefore, it is essential that sufficient resources (skilledstaff, equipment, and funding) are made available to ensure that this keystone activity ismanaged and operated in a sustainable way.

Effective implementation of the ODMP requires information from two interdependent kinds ofresearch. Experience elsewhere has shown that neither of these types of research are veryuseful when considered alone, and the correct management decisions need to be based onthe deeper understanding provided by basic research. The two types of research are:

Basic research in many different fields as the basis for understanding the full range ofphysical, chemical, ecological, socio-economic, and political factors that influence theinteractions within and between society and ecosystem components.

Directed, management-orientated research that addresses focused cause and effectquestions are essential for effective implementation of the ODMP.

Both of these types of research are necessary for the ODMP. However, it is very importantto ensure that the mix of research types is properly balanced to suit management needs.Often, the relevance of long-term research studies within the Okavango Delta is notimmediately apparent, but answers to management questions must be based on a soundfundamental or academic understanding. Typically, such academic or backgroundstudies are undertaken by university scholars, such as those at HOORC. However, both

academic researchers and other stakeholders within the Okavango Delta Ramsar Site canengage in research activities designed to guide and inform the ODMP.

It is important to recognize that this research strategy provides a strategicoverview of the specific priority research areas that need to be addressedas part of the ODMP. This research strategy does not provide a list ofspecific research projects within defined areas of investigation. It is theresponsibility of the ODMP Secretariat, working through the ResearchAdvisory Group (RAG) and the ODMP components, to work within theframework of the research strategy presented here and define specificresearch ro ects to be undertaken b each artici atin institution.


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At this point it is appropriate to emphasize that HOORC staff must adopt a more overtleadership role in research activities designed to support the ODMP. To do this, HOORCneeds to adopt a stronger profile with greater emphasis on focused or directed researchactivities that are designed to complement and inform the management goals of the ODMP.This will also require improved levels of communication between HOORC staff and

stakeholders in the region, as well as a clearer acknowledgement from the University ofBotswana that HOORC has a special status and is not simply a group of academics.

The broad objective of this assignment is to provide a clear and unambiguous five-yearresearch strategy that will support the planning and implementation of the research needs ofa long-term adaptable management plan for the Okavango Delta. This research strategymust be robust enough to be extended into a longer time frame as and when this is required,and it will be complemented by a series of specific outputs arising from investigations thatare being carried out in parallel by the different ODMP components. In essence, thisresearch strategy has been designed to help the ODMP management address three tasks:

1. Implement the ODMP;2. Evaluate the effectiveness with which the ODMP is implemented; and3. Assess the outcomes of the ODMP implementation process and, where required,

provide information that will allow the management plan to be adapted appropriately.

In this research strategy, we emphasize that research and monitoring activities play a pivotalrole in providing information to management decision-making processes in the ODMP. Whileresearch helps to define the criteria for successful management interventions, monitoringallows the success or failure of management actions to be evaluated against these criteria.

This research strategy has been structured to reflect the three broad categories that providea convenient way to segment the Okavango Delta system. These categories comprise:

1. Physical and chemical (principally hydrological) processes and features;

2. Ecological processes linking habitats to populations of specific organisms; and3. Social and economic processes that exploit or derive benefits from the ecosystem.

The research activities proposed in this report are designed to reflect the closely interlockingnature of these three components (hydrology, ecology and sociology), with several cross-cutting themes and a common need for multidisciplinary and interdisciplinary approaches.

Based on our reviews of previous research, meetings with researchers and otherstakeholders, presentation of research topics at a workshop, and detailed discussions inworking groups, it was agreed that research should be focused at two different scales:

1. Delta-wide research:

Research on the spatial variation of key processes.

2. Local research:

Research centered on a few selected common research sites (small catchmentsof a few km2 in extent), representing typical landscape elements such aspermanent, seasonal, intermittently flooded, and dry areas, respectively; and

Interdisciplinary field and theoretical studies of: hydrology; hydraulics; sedimenttransport; in-stream flow requirements; channel blocking and shifting; waterquality including nutrients and salt accumulation within islands; ecologicalinteractions including human animal interactions; impacts of grazing on islandvegetation; distribution, abundance and implications of keystone bird, amphibian,fish and mammal (herbivores and predators) species; socio-economic studies of

communities within the Okavango Delta Ramsar Site based on the fourframeworks and two cross-cutting themes proposed in this report; and socialdependencies of communities on natural resources within the Okavango system.


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The report lists three sets of proposals for monitoring and research strategies in hydrology,ecology and socio economic issues. The research topics of highest priority in each of theseareas are listed below; topics of medium and lower priority are listed in the body of the report.

Priority topics for focused hydrological research in the Okavango Delta

Topic Delta-wide activities Local-scale activities

Sedimenttransport

1. Finalize sediment transport modulein the ODMP hydrological model

1. Sediment transport studies:

Sediment transport processesand rates

Sediment accumulation andeffect on channel blocking

Morphological studiesWater quality 1. Include water quality module in the

ODMP hydrological model tosimulate:

Turbidity

Nutrients

Selected pollution compounds

1. Studies of transport and turnover

of selected compounds2. Effect of land use:

Irrigation

Settlements

Fire

Lodges3. Interaction with vegetation,

especially channel blocking4. Interaction with animals

Factorsaffecting flood

distributionand frequency

1. Development of improvedmapping techniques for flooding

based on remote sensing2. Mapping of floods. This should

explicitly address derivation offactors such as long-term data onflood duration and floodingfrequency at detailed spatialscales;

3. Analyze sensitivity of hydrologicalmodel to topography, morphology,vegetation

1. Ground truth mapping offlooding

2. In-stream Flow Requirements(IFRs) at key sites that reflectecological water and sedimentneeds for maintenance ofhabitats.

The hydrological model developed for the Okavango delta Ramsar Site (based on the MIKESHE modelling framework) provides an efficient management tool for answering cause-andeffect questions about the interactions between the hydrological, ecological and socio-economic functioning. This model needs to be finalized and adopted for routinemanagement. In addition, the hydrological model will have very important implications for In-stream Flow Requirement (IFR) studies at key points in the Okavango Delta, providingessential information for ecologists.


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Priority topics for focused ecological research in the Okavango Delta

Priority Topic Specific issues to be Investigated

Detailed knowledge ofelephant populations

Numbers;

Seasonal distribution of populations;

Age structure of populations;

Rate of annual increase;

Impacts on vegetation (especially riverine woodland);

Impacts on agricultural crops.Impacts of fire Impacts on vegetation, including riverine vegetation.Resource exploitation Measures of reed, palm, mukwa, bird plum and fish

extraction.Impacts of poaching activities When?

Where?

What species?

How much?

By whom?Aquatic invertebrates Selection of indicator species for water quality;

Key species forming food base for fish populations.Important vertebrate species Lion;

Wild dog;

Hippo;

Nile crocodile;

Five key bird species (Wattled crane, Slaty egret,African skimmer, Pels fishing owl, White pelican);

Sharptooth catfish;

Cichlid species.

(Population and ecological information needed).In-stream Flow Requirements(IFRs)

Specific water and sediment flows required at keypoints within the Okavango Delta;

Seasonal patterns of aquatic habitat availability;

Distribution and abundance of key species of aquaticinvertebrates and vertebrates at key sites.

Biodiversity indicators Identify potential indicator species (e.g. Papyrus),endemic species and threatened species;

Monitor trophy species;

Study poorly-known groups, especially rodents, frogs,termites, ants and algae.

Priority topics for focused socio-economic research in the Okavango Delta

We recommend that the socio-economic research should be conducted within fourinterlocking frameworks that integrate the concerns and priorities identified in the report, andprovide a rationale for the background researchthat will guide and inform applied researchto answer specific management questions. The four frameworks are:

1. Livelihoods;2. Economics;3. Governance; and4. Issues of spatial organization and development.

In addition, two cross-cutting concerns need to be addressed within each of theseframeworks. These concerns are:


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1. Gender; and2. HIV/AIDS

Furthermore, and taking note of these cross-cutting issues, the ODMP research strategyproposes that a set of selected socio-economic concerns be addressed. These are located

within:1. The fisheries sector;2. The livestock sector;3. Crop production;4. The wildlife sector;5. Wild plant collection;6. Human health issues;7. The tourism sector; and8. Community-Based natural Resource Management.

Each of these broad socio-economic research topics emphasizes the fact that it is essentialto address the linkages between human poverty and the state of the natural environment.

In addition to the three focused areas of high priority research outlined above (hydrology,ecology and socio-economics), this report recommends that a series of seven specific cross-cutting research themes are investigated by multidisciplinary teams of researchers. Each ofthese themes is directed towards the provision of useful management information to areaswhere action is required urgently; the specific research themes are:

1. Minimizing adverse interactions between wildlife and humans;2. In-stream Flow Requirements (IFRs) at selected points;3. Implications of loss of riparian trees for salt accumulation in Okavango Delta islands;4. Influence of increased nutrient loads on aquatic ecosystem functioning;5. Influence of flooding on grazing availability and resource utilization patterns;

6. Implications of fire for flooding patterns and water quality; and7. Implications of channel blockages for management of the Okavango Delta.

It is essential to emphasize the importance of ensuring that all research and monitoringactivities linked to the Okavango Delta Ramsar site should be closely managed and co-ordinated to ensure that there is no duplication of effort and no unnecessary wastage ofscarce resources such as time, funding and equipment. To achieve this objective, and toensure that the research outputs are taken up into management to become researchoutcomes, we have proposed that a small (with a suggested maximum of 6-8 people)Research Advisory Group (RAG) should be formed.

We believe that the RAG should comprise decision-makers drawn from key government

departments, supported by representatives from those institutions (such as HOORC) thatconduct most of the research in the Okavango Delta. The RAG should be chaired orconvened by the DEA representative responsible for leading the ODMP Secretariat. TheRAG should meet four times each year, to set and confirm the research agenda for that year,review the results obtained to date, and decide on the inclusion of new priorities and thetermination of completed projects. Ideally, one of the DEA members of the RAG should alsobe a member of the DEA group working on Botswanas national research priorities to ensurethat the ODMP Research Strategy is both coherent and aligned with research strategies forthe country. Every six months, the RAG should host and facilitate a forum for thepresentation of research results and evaluate the implications of these results formanagement of the Okavango Delta Ramsar Site. The RAG should also be able to reviewnew research proposals, realign these if necessary to meet the goals of the ODMP, and then

guide the respective researchers as to where possible funding may be obtained.


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The widespread shortages of professional staff in many Government institutions engaged inactivities relevant to management of the Okavango Delta are unlikely to be resolved in theshort- to medium-term. Therefore, the duties of RAG representatives should not be made soonerous that they would interfere with their existing duties.

We suggest that the key component of the RAGs co-ordination activities should be acomprehensive annual review of the ODMP Research Strategy, where the RAG wouldexercise a supervisory and controlling role. The RAG should review progress against thestrategy every six months and, only where appropriate, adjust content and direction. Everytwo to three years the RAG should arrange for an independent external review of the ODMPResearch Strategy to confirm that it remains relevant and practical in terms of the ODMPgoals. The RAG should also ensure that they are aware of other research and monitoringactivities conducted elsewhere in the Okavango catchment in Angola and Namibia. Thenecessary preparatory work of procuring the research and monitoring progress reportsshould be shared between HOORC and the ODMP Secretariat.

It is essential to ensure that adequate human and material resources are made available forthe research strategy to be implemented effectively. This would include appropriateresources for monitoring activities and all associated data management activities.

During the course of this assignment, the research strategy team arrived at a series of formalconclusions that encompass a variety issues that could influence the success of thisresearch strategy. These are detailed in Section 5.1 (page 55) of this report.

Apart from the series of firm recommendations for research and monitoring that were listed ineach of the core disciplines detailed in this report (hydrology, ecology, socio-economics), wehave made fifteen generic or strategic recommendations (in Section 5.2) about how best tomake this ODMP research strategy work. These fifteen recommendations are repeated here

for completeness.

1. The perceived authority problem experienced by the former NCSA has been resolvedwith its incorporation within the new DEA, thereby allowing ODMP activities to beproperly prioritised in all government departments. It is extremely important that DEAare able to co-ordinate inter-departmental activities effectively, and that all agenciesof government collaborate promptly and proactively to ensure the success of theODMP. Since DEA has the correct level of official status, the ODMP Secretariat willbe able to co-ordinate research and management activities far more efficiently andeffectively;

2. Establish the Research Advisory Group (RAG) as soon as possible. Ensure that the

RAG is properly resourced and empowered to co-ordinate and monitorimplementation of this research strategy, and periodically to update this strategy toreflect evolving priorities. Ensure that there is a clear definition of tasks, roles andresponsibilities among RAG, the ODMP Secretariat, DEA and HOORC, with regard toco-ordinating the implementing and updating of the ODMP Research Strategy. TheODMP Secretariat has overall responsibility for co-ordinating the activities of ODMPcomponents and research institutions such as HOORC, but is not directly responsiblefor the technical work of each component;

3. As the host for the research component, HOORC should accept responsibility for aleading role in the execution of this ODMP Research Strategy, and adjust its owninstitutional strategy so that it explicitly accepts that role. It should be adequately

resourced for this purpose. For this to be effective, the University of Botswana shouldinstitute a specific staff appraisal system for HOORC that adequately acknowledgespractical contributions. When this system is in place, HOORC will be able to be


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more explicit in committing itself to society and environment in the Okavango Delta,and thereby avoiding perceptions that some its researchers and academics havedistanced themselves from the practical issues of managing sustainabledevelopment there;

4. Stimulate meaningful communication and effective long-term collaboration betweenHOORC, government departments and other stakeholders;

5. Ensure that adequate capacity is made available for the operation of the Okavangohydrological model in Maun; ensure close collaboration between DWA and HOORCin the operation of the model and in the development and implementation of anadequate hydrological modelling programme;

6. Recognize the integrated roles of monitoring and research. This includes affirmingand enhancing the important roles that standard government monitoring activities(e.g. hydrology, tourism, health, education, population and agricultural censuses) playas a foundation for effective research;

7. Emphasise multidisciplinary research approaches, often involving both natural andsocial scientists, to tackle the integrated challenges of human and environmentalwelfare in the Okavango Delta Ramsar Site;

8. Screen all research activities, together with all ODMP components, prior to formalevaluation each year. Prioritize suggested research activities to make sure that workactivities and fund raising efforts are concentrated on those activities with the highestpriority for the entire ODMP group;

9. Apart from the Research Advisory Group (RAG), establish a procedure and an

appropriate forum for research collaboration among all ODMP components that workin related areas or collaborate on solving multi-disciplinary problems. Once thisforum has been established, the ODMP Secretariat should co-ordinate, advise andmanage the participation of component organizations, and report progress andachievements to the RAG;

10. Ensure adequate resources for ODIS, and insist (through the ODMP Secretariat, not just the RAG) that all organizations or individuals that generate data must supplythese to HOORC for capture in ODIS;

11. Acknowledge and support the mutual functions of broad, background, frameworkresearch on how systems function, and of more focused, directed research that seeks

specific answers to pressing management questions;

12. Emphasise the role of residents and resource users (including the private sector) inand around the Okavango Delta in monitoring and research; respect, integrate andacknowledge the formal and informal knowledge systems (e.g. traditional knowledgein rural communities) that these stakeholders can deploy;

13. Achieve true value for the outputs of this research strategy by converting them intoresearch outcomes that reflect and help accomplish the goals of the ODMP (seeSection 4.6);

14. Ensure that implementation of the ODMP Research Strategy gives adequate

attention to the linkages between human poverty and the state of the naturalenvironment, and seeks ways to alleviate the former while enhancing the latter; and


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15. As the ODMP moves into implementation, its monitoring and evaluation must belinked to the research strategy, without confusing the two. Here, the outcomesachieved by implementation of the ODMP need to be assessed against the originalgoals. The DEA, the ODMP Secretariat and the RAG should take the lead inensuring that the ODMP is reviewed at regular intervals and amended to incorporate

new knowledge and insights where needed.

The ODMP Secretariat need to take the following important action steps as soon aspractically possible:

Confirm the time frame needed to finalize the research component of the ODMP andthe time required by HOORC (and Ms Hannelore Bendsen as co-ordinator) toproduce any additional reports and/or final progress reports;

Complete the compilation of all research findings from other ODMP components,including those that have been out-sourced to consultants, for example the tourismconsultancy;

Work with DEA to ensure that the status of DEA is established and confirm that allorganizations accept the priority status of the ODMP. Finalization of the status ofDEA will help to ensure that this research strategy is both legitimate and effective;

Establish the RAG and confirm which stakeholders will be represented on the RAG.;agree on its role and operating procedures, including its monitoring and evaluationsystem for the five year implementation of this strategy; and

Implement the research strategy described in this report.

Certain of the actions listed in the recommendations should be carried out in a definitesequence since they are dependent on prior decisions or activities by specific organizations.In an attempt to provide additional guidance to DEA and the ODMP Secretariat, these havebeen arranged so as to display their inter-dependencies during four conceptual phases of the

ODMP research strategy, and to emphasize the organizations with principal responsibilitiesfor ensuring that these actions are carried out (Figure 6 copied from page 58).

Importantly, the sequence of decisions and activities shown in Figure 6 should not beinterpreted to mean that each activity in a particular box has to be completed before thenext can begin. Instead, these activities should be initiated in the sequence shown but maybe carried out simultaneously / in parallel since they will all take time to complete. Each ofthe activities and decisions shown is an integral part of the overall system and all activitiesand decisions should be carried out.


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Acknowledgements

The research strategy team interviewed numerous individuals from a range of government,NGO and private sector organizations in Maun and in Gaborone during the execution of thisassignment. A full list of these individuals and their institutions is provided in Appendix 4.Everyone willingly provided information and technical insights, enabling the team members todevelop a far broader perspective and deeper appreciation of the prevailing issues andconcerns related to the management of the Okavango Delta Ramsar Site. The assistanceprovided by all of these individuals is gratefully acknowledged.

More specifically, the research strategy team wish to extend their grateful thanks to:

Ms Portia Segomelo, Dr Eliot Taylor and Mr Sekgowa Motsumi of the ODMPSecretariat, who provided the research strategy team with invaluable logisticalsupport, documentation and office facilities in Maun;

Professor Lars Ramberg, ODMP Co-ordinator Ms Hannelore Bendsen, and all thestaff members at the Harry Oppenheimer Okavango Research Centre (HOORC), whofreely made time available to discuss a wide range of key issues with the team,willingly provided documents, maps and copies of personal papers, and allowed theteam free access to HOORCs impressive library resources;

The various national and district government stakeholders (listed in Appendix 4) who

also considerately made time available to be interviewed by the team, especially themanagers and staff of the National Conservation Strategy (Co-ordinating) Agency,the Department of Wildlife and National Parks Research and Fisheries Divisions,Department of Water Affairs in Maun and the Department of Water Affairs ModellingUnit in Gaborone, Department of Tourism, Department of Animal Health andProduction, Department of Agricultural Research, Department of Geological Survey,Ministry of Agriculture, Forestry Division of the Department of Crop production andForestry, Agricultural Services Board, Ngamiland District Administration, TawanaLand Board, North West District Council Physical Planning and Economic PlanningUnits and Waste Management Section, Division of Agricultural Planning andStatistics;

The various NGO and private sector stakeholders who kindly agreed to set asidesufficient time to meet with the team, including representatives from BoseleInvestments, Birdlife Botswana, Conservation International Botswana, OkavangoWilderness Safaris, the World Conservation Union, and private researchers andconsultants; and

Mr Tlhokomelo Phuthego of DEA (Gaborone) who accompanied the researchstrategy team and participated in their numerous interviews with stakeholders.

The collective encouragement and support received from all these individuals andorganizations made it possible for the research strategy team to incorporate an exceptionallywide range of views and information into their research strategy report. In turn, we hope that

this research strategy will help the authorities and residents of the Okavango Delta RamsarSite to ensure that this exceptional area is properly managed and conserved in perpetuity.


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Abbreviations

AIDS Acquired Immune Deficiency Syndrome

ARB Agricultural Resources BoardCBNRM Community-Based Natural Resource Management

CBO Community Based Organization

CBPP Contagious Bovine Pleuro-Pneumonia (Cattle Lung Disease)DAHP Department of Animal Health and Production

DAR Department of Agricultural ResearchDCPF Department of Crop Production and Forestry

DEA Department of Environment AffairsDLUPU District Land Use Planning Unit

DMS Division of Meteorological ServicesDoT Department of Tourism

DTRP Department of Town and Regional Planning

DWA Department of Water AffairsDWNP Department of Wildlife and National Parks

GEF Global Environmental Facility

HATAB Hotel and Tourism Association of BotswanaHIV Human Immuno-deficiency Virus

HOORC Harry Oppenheimer Okavango Research Centre

IFR In-stream Flow Requirements

MoA Ministry of AgricultureMEWT Ministry of Environment, Wildlife and Tourism

NCSA National Conservation Strategy (Co-ordinating) AgencyNDDP Ngamiland District Development Plan

NGO Non-Government Organization

NWDC North West District CouncilODIS Okavango Delta Information System

ODMP Okavango Delta Management Plan

PRS Poverty Reduction StrategyRAG Research Advisory Group

TAC Technical Advisory Committee

TLB Tawana Land BoardUB University of Botswana

WERRD Water and Ecosystem Resources in Regional DevelopmentWMA Wildlife Management Area


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January 2006 1

OKAVANGO DELTA MANAGEMENT PLAN (ODMP) PROJECT

RESEARCH STRATEGY REPORT

1. Approach to the ODMP Research Strategy Assessment

1.1. Introduction

The Government of Botswana is responsible for managing the Okavango Delta Ramsar Site,and faces the major challenge of ensuring that the ecological integrity of the ecosystemsremains intact. A decisive part of the Governments response has been to commission thecollaborative Okavango Delta Management Plan (ODMP) that will guide and regulate all

activities that take place within the Okavango Delta Ramsar Site. Research and monitoringactivities are seen as central components of the ODMP; first, to guide the formulation of theODMP, secondly, to assess whether or not the ODMP has been effective in achieving itsoverall goal, and thirdly, to enable the plan to be refined with time.

This assignment to draw up a research strategy for the ODMP falls within the research anddata management component (Component 3) of the ODMP. Independent externalconsultants were selected to prepare this draft ODMP research strategy so as to eliminatepossible perceptions of conflict of interest that could arise if staff from the HarryOppenheimer Okavango Research Centre (HOORC) drew up the research strategy and alsotendered for specific research projects.

The consultants have long-term experience of the technical issues relevant to managementof the Okavango Delta, as well as extensive regional experience in southern Africa. Theyare able to bring in new ideas, and base their findings on consultations with ODMPstakeholders and evaluation of available material. The Terms of Reference for the researchstrategy team are listed in Appendix 1.

1.2. Target Audience for this Document

This document is aimed at three separate audiences:

First, the Botswana Ministry of Environment, Wildlife and Tourism (MEWT), especially the

Department of Environment Affairs (DEA) and the ODMP Secretariat, who areresponsible for overall development and implementation of the ODMP;

Secondly, stakeholder groups who carry out research and / or monitoring activities in theOkavango Delta, especially HOORC, or who want to be engaged in these activities infuture; and

Thirdly, other Government departments that are responsible for implementing differentparts of the ODMP, or who conduct monitoring or other activities that could influence thesuccess of the ODMP.

The structure and objectives of the ODMP are summarized in Section 2 of this document toassist these audiences to understand the context of this research strategy.


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January 2006 2

1.3. Procedure and Approach Adopted in this Study

The assignment started with a preparatory mission to Botswana, where the team co-ordinator met key stakeholders who had been identified as the most important for the

research strategy formulation. Specific issues were identified for more detailed discussionswith the research strategy team, and appointments were scheduled. After the preparatorymeetings, discussion notes were distributed to the stakeholders and the research strategyteam to ensure that later talks were clearly focused.

The research strategy team arrived in Botswana 3 weeks after the preparatory mission. Theteam consisted of a Team Leader with specialist knowledge of the Okavango Delta, anEcologist, a Hydrologist, a Sociologist, and a Team Co-ordinator with expertise in tropicalsoils and agriculture. The team held discussions with all of the key stakeholders of ODMP(HOORC and Government Departments that host the 12 components), as well as withNGOs, private consultants, and safari operators who had expressed a keen interest in theODMP. A schedule of activities is shown in Appendix 2, while a list of the individuals and

organizations that were consulted is shown in Appendix 3. The research strategy team alsoexamined written materials provided by DEA and HOORC, and by the twelve ODMPcomponents and other sources. A list of key documents is provided in Appendix 4.

One of the main objectives of ODMP is to ensure that different stakeholders co-operate andco-ordinate their work. Therefore, the discussions with stakeholders focussed on their ideasfor specific research within their fields of responsibility, and where greater collaboration wasneeded with other components. Specific points in these discussions included:

Identifying knowledge gaps that hamper appropriate management of the OkavangoDelta Ramsar Site;

Suggestions on specific applied research topics provided by stakeholders;

Identifying ways to achieve an appropriate balance between research to understand

the ecosystems and research for direct management purposes, and how these typesof research should interact and inform each other;

The challenge of developing a research strategy that will meet the needs of 13Government departments, agencies or divisions and HOORC, and how best tointegrate the ODMP research strategy with the existing research activities that arealready in progress; and

Clarifying the organisational arrangements within and between the institutions thatundertake research and monitoring activities as part of the ODMP. Specific attentionwas paid to the different roles and responsibilities of Government departments,HOORC and the ODMP Secretariat. These organisations have to implement theODMP research strategy and evaluate the degree of success achieved in

implementing the research strategy. This issue is particularly important especiallyconsidering the as yet undecided future of the ODMP Secretariat and DEA.

The draft research strategy in this document is the product of this stakeholder engagementprocess. The team found stakeholders to be committed, though their involvement in theODMP was often made difficult by conflicting obligations within their respective departments.Towards the end of the mission, an overview of the draft research strategy was presentedand discussed during a workshop for all ODMP stakeholders. Valuable comments andsuggestions were received, while new and previously discussed issues of relevance toODMP research were raised. The feedback from workshop participants and the closingremarks presented at the Maun Workshop are shown in Appendix 5. The contributions fromthe stakeholders have been included in this Draft ODMP Research Strategy. The

document is now being circulated among stakeholders for review and to elicit any additionalcomments. These will be included in a Final Draft version, the ODMP Research Strategy.


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January 2006 3

The Final Draft ODMP Research Strategy will be submitted to the ODMP Secretariat, whowill secure formal approval for the strategy through the project structures. The ODMPSecretariat will also negotiate the division of responsibilities for implementation amongthemselves, the proposed Research Advisory Group (RAG), HOORC and differentGovernment partners.

1.4. Structure of this Document

This document is divided into five sections:

Section 1 consists of a brief introduction to this research strategy assignment and adescription of the three target audiences for this research strategy report. This is followed bya description of the procedure followed during the execution of this assignment andconcludes with a brief description of the structure of this document.

Section 2 provides a broad strategic overview of the background to the Okavango DeltaManagement Plan (ODMP), explaining briefly how research is required to supportmanagement and the need for the ODMP research strategy. The distinction betweenbackground (Pure) and more applied (Focused or Mission-orientated) research isexplained, and the importance of sustained stakeholder engagement in all processes isemphasized. This is followed by a short explanation of the links between research,monitoring and data management, and the important role and validity of indigenousknowledge.

Section 3 describes the specific objectives of the ODMP research strategy and then explainshow and why the proposed research activities have been segmented into three corecomponents. This is then followed by a detailed description of each section of the proposed

research strategy, how the different components should be integrated into a coherent whole,and how this research strategy should be implemented.

Section 4 introduces a brief discussion on the roles, resources required and managementresponsibilities of individuals and institutions that are tasked with conducting research withinthe ODMP research strategy. Specific attention is directed to issues of capacity building andinstitutional structures, as well as the need for formal guidance, direction and co-ordination ofthe various research efforts carried out by different parties. In this context, the concept of aResearch Advisory group (RAG) is introduced and discussed.

Section 5 comprises a set of conclusions and recommendations, based on the differentelements of the research strategy set out in Sections 3 and 4. This section also includes

some operational or procedural suggestions for ensuring that the integrated researchprogramme is implemented and evaluated.

Finally, six appendices list important supporting information that relates to this assignment.These consist of: the specific terms of reference for this assignment; the schedule ofactivities undertaken by the research strategy team; a list of key information sourcesconsulted; a list of key stakeholders consulted; the proceedings and conclusions of thestakeholder workshop held in Maun; and a list of relevant international, regional and nationalpolicies, statutes, treaties, accords and protocols.


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2. Background to the ODMP Research Strategy

2.1. Introduction

In April 1997, the Government of Botswana ratified the Convention on Wetlands ofInternational Importance, more commonly known as the Ramsar Convention. In line with itsresponsibilities, the Okavango Delta and its surrounding areas were listed as a Ramsar site.Since its original declaration, the boundaries have been rationalized to include the TsodiloHills World Heritage Site to the west, and exclude certain ranching areas to the south. Thenew boundary of the Okavango Delta Ramsar Site encloses an area of 55,374 km2. This isslightly smaller than the original area that was proposed, but still represents the worldslargest area protected under the Ramsar Convention. The area contains many different

types of land and water habitats and supports an exceptionally rich diversity of plants andanimals. The extent of the revised Okavango Delta Ramsar Site is shown in Figure 1.

Figure 1. The Okavango Delta Ramsar Site.

The area that is normally flooded each year (i.e. combined perennially and annually floodedareas) is shaded. Inset shows the position of the Okavango Delta in northern Botswana.

Gudigwa

Mababe

Seronga

Sepopa

Mawana

Dungu

Shakawe

Gumare

Khwai

Beetsha

NokanengDitshipi

Shorobe

Sankuro

Daunara

Chanoga

Maun

Matlapaneng

Habu

Tsao

Makalamabedi

Kareng

Toteng

Sehitwa

Etsha 6

Sodibeng

Kgakga

MakukungSemboyo

Bottratogo

Tutu

Boro

Etsha 1

Etsha 13Jao

Shaowe

Tobera

SekondomboroNgarange

SechenjeMogotho

Mohembo

East

Yakao

Samochima

Etsha 8

Ncamaseri

Xhaoga

Tsodilo

Kajaja

Homana

Mohembo

West

Eretogha

Gonutiogha

18 S

20 S

22 E 24 E

Ramsar Site

Flooded Area

Lodge

Sehitwa Village

Veterinary Fence

Airfield

LEGEND

50 km

N

Xaraxau

OkavangoDelta

Lake Ngami

Gudigwa

Mababe

Seronga

Sepopa

Mawana

Dungu

Shakawe

Gumare

Khwai

Beetsha

NokanengDitshipi

Shorobe

Sankuro

Daunara

Chanoga

Maun

Matlapaneng

Habu

Tsao

Makalamabedi

Kareng

Toteng

Sehitwa

Etsha 6

Sodibeng

Kgakga

MakukungSemboyo

Bottratogo

Tutu

Boro

Etsha 1

Etsha 13Jao

Shaowe

Tobera

SekondomboroNgarange

SechenjeMogotho

Mohembo

East

Yakao

Samochima

Etsha 8

Ncamaseri

Xhaoga

Tsodilo

Kajaja

Homana

Mohembo

West

Eretogha

Gonutiogha

18 S

20 S

22 E 24 E

Ramsar Site

Flooded Area

Lodge

Sehitwa Village

Veterinary Fence

Airfield

LEGEND

50 km

N

Ramsar SiteRamsar Site

Flooded Area

LodgeLodge

Sehitwa VillageSehitwaSehitwa Village

Veterinary Fence

AirfieldAirfield

LEGEND

50 km50 km

NN

Xaraxau

OkavangoDelta

OkavangoDelta

Lake Ngami


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January 2006 5

The Okavango Delta is the focal point of Botswanas growing tourism sector. Major portionsof the delta and its peripheral areas are managed as formal wildlife management areas,while the town of Maun is the administrative centre for the Ngamiland District. Severalvillages and settlements are located within the boundaries of the Okavango Delta RamsarSite (Figure 1). The livelihoods of these communities are based largely on subsistence

fishing, hunting, livestock grazing, floodplain cultivation and collection of raw materials forbuilding, fuel and production of handicrafts. Relatively small numbers of people areemployed in different tourism-related activities throughout Ngamiland. Migrant workers seekemployment in Maun and further afield (e.g. Gaborone). Conflicts commonly occur over landuse options and between humans and wildlife, while resource management policies andstrategies are not always aligned or in harmony with each other.

In recent years, increasing concerns have been expressed about possible local and externalthreats to the ecological functioning of the Okavango Delta. Locally, the growing populationdepends heavily on the natural resource base; meeting their needs for socio-economicdevelopment will increase their pressure on the ecosystem. Externally, proposeddevelopment projects in the upper Okavango River catchment in Angola and Namibia couldalso have adverse impacts on the Okavango Delta ecosystem. In addition, the possibleimplications of climate change on the Okavango Delta are poorly understood at present.

As an additional response to these perceived pressures, the Government of Botswanadeveloped the draft National Wetlands Policy and Strategy in 2001. The provisions of thispolicy, together with the specific obligations of the Ramsar Convention, require the BotswanaGovernment to develop an integrated management plan for the Okavango Delta. Severalother international treaties, regional protocols, and national policies, statutes and plans(Appendix 6) provide additional emphasis on the need for such a management plan.

2.2. The Okavango Delta Management Plan (ODMP)

If there were no human presence in the Okavango Delta, or if there were no externalpressures likely to cause adverse changes in the ecosystem, there would be no need for anOkavango Delta Management Plan (ODMP). Peoples activities and interactions with thenatural resources of the Okavango Delta and the upstream river basin have made itnecessary to declare the area a Ramsar site and to develop a management plan for thesystem. Understanding the social and economic drivers of these interactions is important forthe ODMP, because effective management of the Okavango Delta means effectivemanagement of the people who use its resources. Therefore, while technical understandingof the natural resources is essential, the real challenge of the ODMP is essentially achallenge of governance. The process of developing the ODMP presents the Government of

Botswana with a unique opportunity to meet its obligations under the Ramsar Conventionand achieve the necessary level of integration and co-ordination of activities and priorities.

The Ministry of Environment, Wildlife and Tourism (MEWT) through the newly formedDepartment of Environment Affairs (DEA) is responsible for overall development andimplementation of the ODMP. Since DEA is the Government institution responsible forimplementing the Ramsar Convention in Botswana, it has the necessary authority tofacilitate, coordinate and supervise the management planning process for the OkavangoDelta, and take responsibility for overall project implementation. Within the BotswanaGovernment, the DEA is recognized as occupying an appropriate position within thehierarchy of Government departments that enable it to request participating departments to

prioritise ODMP activities above their normal activities.


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January 2006 6

The ODMP project started in July 2003 and comprises twelve components or thematic areasbased on the issues that were raised during extensive stakeholder consultations. Eachcomponent is being driven by relevant organisations drawn from government departmentsand participating agencies, and has designated a focal point person for direct contact withthe ODMP Project Secretariat and other components. Full details of the ODMP project, as

well as details of the twelve components and their participating agencies, and their activitiesand achievements to date, are provided in the ODMP Inception Report (ODMP, 2005a; b).

For a variety of reasons, most notably the shortage of competent technical personnel inparticipating institutions, very uneven progress has been achieved with the designatedactivities in each component. Several activities have been outsourced to consultants due toinsufficient capacity within the institution concerned.

2.3. Setting the Scene: Research to Support Management

In the past, many studies were carried out on social, economic, ecological and managementtopics related to the Okavango Delta. These studies extended our collective understandingof the structure, functioning, and composition of the ecosystem components in the OkavangoDelta, and broadened our knowledge of the ways in which local communities rely on thesystem for their livelihoods.

However, our understanding of the different ways in which the Okavango Delta systemresponds to changes in the external driving forces (principally related to climatic andhydrological features) and patterns of natural resource exploitation (driven mainly byecological and social processes) remains incomplete. This is due to the fact that earlierstudies followed individual research agendas, rather than forming part of a comprehensiveand carefully co-ordinated research programme. This has obvious implications for the way

that research is conducted in future, and presents a challenge to the Government ofBotswana who must manage the Okavango Delta and maintain the ecological integrity of itsecosystems. Importantly, the research community and stakeholders share responsibility todefine a research agenda that guides and informs the Okavango Delta Management Plan.

Effective implementation of the ODMP will need information from two interdependent kinds ofresearch. Neither type of research is very useful to managers when considered alone, norcan the correct management questions be asked without the deeper understanding providedby more basic research. The two types of research are:

First, a thorough understanding is needed of the full range of physical, chemical,ecological, socio-economic, and political factors that influence the interactions withinand between society and ecosystem components. This requires basic research inmany different fields such as: hydrology, climatology, ecosystem functioning,agriculture, and social dependency patterns, supported by knowledge of issues suchas: culture, ethics, economics, governance and livelihood strategies.

Secondly, effective implementation of the ODMP requires directed, management-orientated research that answers focused cause and effect questions. Thesequestions address issues such as: interactions between external driving forces in theOkavango catchment; the distribution and abundance of natural resources in theOkavango Delta; the patterns of resource use; the requirements of society; and theecological and economic implications of different resource use patterns.

While both types of research are necessary for the ODMP, it is very important to ensure that

the mix of research types is properly balanced to suit management needs. Often, therelevance of long-term research studies within the Okavango Delta is not immediatelyapparent. But, when the Ramsar Site managers pose questions that require specific


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January 2006 7

answers for decision-making, these answers will need to be based on a sound fundamentalor academic understanding. Typically, these types of academic or background studiesare undertaken by university scholars, such as those at HOORC. However, all academicresearchers have a wider responsibility to demonstrate that their work can guide and informmore directly applied research that must answer the types of questions posed by the ODMP.

Implementation of the ODMP research strategy will yield valuable outputs if it is based on theprinciples of stakeholder inclusivity and transparency. But the research will only be trulyuseful for its intended purpose if the research results (outputs) are converted into appropriatemanagement outcomes. In essence, these are: better informed and better targetedmanagement of the Okavango Delta Ramsar Site, which will enhance the livelihoods of allstakeholders while simultaneously conserving the natural resources of the system inperpetuity (Section 4.6).

While research seeks to understand the characteristics of a particular situation and identifythe key factor(s) involved, management must follow up with the desired action. However, itis also important to track the success or failure of the implementation process once adecision has been taken to implement a management action. In simple terms, managementhas three fundamental objectives: (i) focussed action; (ii) monitoring and evaluation of thataction; and then (iii) adaptive change if the action does not produce the desired result. Thisis known as the adaptive management cycle, as shown in Figure 2. In some instances,further research may be needed to re-define the situation and determine the next possibledecision or set of actions.

Figure 2. Typical elements in a cyclical, adaptive management plan for the Okavango Delta.

Specific research and monitoring activities, designated as (R) and (M), respectively, play acritical role in informing and guiding the management plan at different stages.

Agree on criteria for

success

Confirm Stakeholder

Issues

Understand System

Characteristics

Identify Appropriate

Management Strategies

Create Shared Vision

and Agree on Objectives

Implement Management

Actions

Select Preferred Options

and Take Decisions

Monitor, Evaluate

and Audit Effectiveness

of Management Actions

Provide Sufficient:

Information, Skills,

Funding, Equipment

Design

Management Plan

and Allocate

Responsibilities

M

M

RR

M RM R

Commission and

Evaluate Focussed

Research Programmes

R

Design, Implement and

Review Long-Term

Monitoring Programme M

MAgree on criteria for

success

Confirm Stakeholder

Issues

Understand System

Characteristics

Identify Appropriate

Management Strategies

Create Shared Vision

and Agree on Objectives

Implement Management

Actions

Select Preferred Options

and Take Decisions

Monitor, Evaluate

and Audit Effectiveness

of Management Actions

Provide Sufficient:

Information, Skills,

Funding, Equipment

Design

Management Plan

and Allocate

Responsibilities

MMM

MMM

RRRRRR

MMM RRRMMM RRR

Commission and

Evaluate Focussed

Research Programmes

RCommission andEvaluate Focussed

Research Programmes

RR


Review Long-Term

Monitoring Programme M


Review Long-Term

Monitoring Programme MM

MMM


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January 2006 8

In Figure 2 the management process starts with clarification of the system characteristicsand confirmation of stakeholder issues, based on the information available from existingresearch and monitoring activities. Management and stakeholders create a shared vision forthe system, agree on specific management objectives, and identify appropriate managementstrategies that could best achieve these objectives. Management and stakeholders also

jointly agree on appropriate criteria that will demonstrate the success or failure of thesemanagement actions. Management then designs a suitable implementation plan with clearlydesignated responsibilities, time schedules and measurements of success, and ensures thatthe designated officials have sufficient resources to implement the management plan.

In the adaptive management plan shown in Figure 2, designated managers are responsiblefor ensuring that each activity is carried out effectively and efficiently. In the case of theODMP, this responsibility would fall upon the DEA, as the Government institution that isaccountable for implementing the provisions of the Ramsar Convention. Alternatively, theDEA may choose to delegate this responsibility to a specific institution that would implementthe ODMP. While different stakeholders contribute information at many stages in the cyclicalmanagement process, ultimate accountability for effective management remains with thedesignated authority.

Importantly, Figure 2 emphasizes the importance of allocating sufficient resources (skilledstaff, equipment, facilities, funding and information) to the appointed management authority.Without proper support, even the best plans cannot be implemented effectively.

2.4. The Need for an ODMP Research Strategy

The wide variety of stakeholders and issues of concern to the management of the OkavangoDelta requires the research strategy to integrate a variety of technical disciplines and cover a

range of spatial and temporal scales. Essentially, the ODMP research strategy must providea logical framework and a strategic direction for the diverse array of research activitiesconducted by different component institutions and individuals.

Importantly, the specific focus of the ODMP research strategy is to provide information thatwill help to ensure effective management of the Okavango Delta. This emphasis onmanagement is critically important since the ODMP research strategy must guide and informthe research activities within each of the twelve components, enabling each to informmanagement decision-making. In essence, the ODMP research strategy must helpmanagement to address three tasks, namely to:

1. Implement the ODMP;2. Evaluate the effectiveness with which the ODMP is implemented; and

3. Assess the outcomes of the ODMP implementation process and, where required,provide information that will allow the management plan to be adapted appropriately.

Much of the preparatory work needed to finalize the ODMP is being undertaken by thecomponent task teams. Each task team must list the specific management informationneeds within its mandate area and provide these to the ODMP Secretariat, who compile theODMP. However, progress to date has been very variable and delays within the differenttask teams mean that finalization of the ODMP may also be delayed.

While the ODMP research strategy must include and build on these ongoing activities, mostemphasis should be placed on the research to be conducted during implementation of the

ODMP. This will allow the effectiveness of the ODMP implementation process to beassessed and adapted if required.


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January 2006 9

2.5. The Links between Research, Monitoring and Data Management

Research and monitoring activities are closely inter-linked; each activity provides informationthat guides and directs the other, and neither can function effectively on its own. The

closeness of these linkages is emphasised in the ODMP research strategy, where theseactivities are integrated and inter-dependent. Research and monitoring activities have apivotal role in providing information to management decision-making processes in theODMP, as shown in Figure 2. While research helps to define the criteria for successfulmanagement interventions, monitoring allows the success or failure of management actionsto be evaluated against these criteria.

All of the data generated by monitoring and research in the Okavango Delta Ramsar Sitemust be safely stored, logically structured and readily accessible. Much of the informationproduced during past research and monitoring activities is fragmented, dispersed acrossvarious institutions, or otherwise inaccessible to resource managers. Different groups ofresearchers used a variety of data collection techniques not all of these are compatible with

one another, thereby reducing the value of many data sets. While much of the informationmay be interesting, it often serves little or no management purpose and its usefulness istherefore questionable from an ODMP management perspective. In future, all researchinformation and monitoring data should be stored in a central repository where it can beaccessed and used appropriately. The Okavango Delta Information System (ODIS) atHOORC is ideal for this purpose. All researchers, government departments and otheragencies engaged in monitoring should deliver their data to the ODIS system regularly thiswill help to improve the level of integration achieved by the research strategy.

At another level, many residents in the Okavango Delta Ramsar Site have extensive localknowledge about resource management issues in the system. However, this asset remainslargely untouched. Far more attention needs to be focussed on this issue in future and local

residents need to be more closely engaged in the various research and monitoring activities.In addition, the research strategy explicitly recognizes that Government, the academiccommunity and the private sector can contribute to research and monitoring activities. Eachof these groups can and should help to implement the ODMP, though there is also a clearneed to define their respective roles, responsibilities and levels of accountability.


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3. The Proposed OMDP Research Strategy

3.1. Objectives of the Research Strategy

To correctly support the ODMP, the ODMP Research Strategy must have clear andunambiguous objectives. Based on the Terms of Reference given to the Research StrategyGroup (Appendix 1) and the ODMP Inception Report, the specific objectives for the researchstrategy presented in this document can be summarized and adapted as:

The preparation of a five year Research Strategy for the Okavango DeltaManagement Plan (ODMP) and identified stakeholders, (which) . will supportthe planning and implementation of the research needs of ..(a).. long-term adaptablemanagement (plan). for the Okavango Delta, based on systematic long-term

monitoring, and incorporating key indicators of the systems ecological character,and(which) must be capable of identifying adverse trends and their causes.

While the primary objective specified in the Terms of Reference is a five-year researchstrategy, this has to be robust enough to be extended into a longer time frame. This will helpto ensure continuity and cohesion of the management and research efforts.

The ODMP Inception Report identified specific outputs that need to be produced in parallel tothe implementation of the ODMP Research Strategy. These are:

A compilation of the research results held by HOORC and other stakeholders;

A listing of immediate needs for information to enable the formulation of an adaptable

management plan as required by the Ramsar Convention; The initiation of limited additional studies to fill crucial information gaps;

The regular provision of the results of ongoing research activities to the ODMP;

Publication of research and monitoring findings; and

A process to ensure that research permanently feeds key data into the managementplan to ensure and assist with updating and refining it in the future.

Many of the ODMP components have started work on these activities and helped to informthe listing of stakeholder concerns. Their progress will be reported by the ODMP Secretariat.

3.2. Defining and Segmenting the Research Components

In broad terms, the Okavango Delta Ramsar Site shares the same basic features with othercomplex systems that comprise human and environmental interactions. In their simplestform, these can be summarized as: physical and chemical processes that define the basictemplate of ecosystem habitats; the biological and ecological processes that occupy thesedifferent habitats, exert their own signature and further segment the habitats into nichesoccupied by particular species; and the political, social and economic processes that derivegoods, services and other benefits from the ecosystem components.

In essence, therefore, the Okavango Delta system can be conveniently segmented into threebroad categories, namely:

Physical and chemical (principally hydrological) processes and features; Ecological processes linking habitats to populations of specific organisms; and

Social and economic processes that exploit or derive benefits from the ecosystem.


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Though artificial, these categories provide a convenient way to address the complex range ofecosystem components and human issues making up the Okavango Delta Ramsar Site.The separation of the ecosystem components into these categories, and examples ofimportant human uses of the ecosystem, are shown in Figure 3. These three categoriesframe the activities listed in the following three sections of this research strategy (Sections

3.3, 3.4 and 3.5). The three categories are then integrated by cross-cutting research thatfocuses on linkages between categories (Section 3.6) The research strategy team usedthese three categories to group the twelve ODMP components into logical units, with a fourthcategory, management, to co-ordinate all activities, including research (Table 1).

Figure 3. Functioning of the Okavango Delta.

This conceptual diagram shows how the principal (hydrological) drivers of the OkavangoDelta form the template for a mosaic of species, habitats and key ecosystem features and

processes, and how patterns of human uses derive benefits from these ecosystem resourcesand impact on the specific characteristics of the ecosystem.

Table 1. Segmentation of the 12 ODMP components into four categories.

Category ODMP Component

Hydrology 4. Hydrology and Water Resources

Species and Ecosystems 5. Wildlife Management7. Sustainable Fisheries Utilisation & Management8. Vegetation Resources Management12. Sustainable Livestock management

People 6. Sustainable Tourism and CBNRM8. Settlement Development Planning10. Sustainable Land Use11. Waste Management

Management 1. Policy, Planning & Strategy2. Dialogue, Communication & Networking3. Research, Data Management & Participatory Planning

Okavango Delta -

A Dynamic Alluvial Fan

Waterand Sediments

Hydrology

Species & Ecosystems

People

Angola

Namibia

Botswana

Human Use :

Molapo Agriculture, Gathering Plant Products, Hunting,CBNRM, Livestock, Tourism, Commercial Extraction

Human Use:

Water for Domestic, Agriculturaland Industrial Uses

Biological Diversity &

Abundance

High Rates of Biological

Productivity

Mosaic of Many

Different Habitats

Okavango River

Okavango Delta -

A Dynamic Alluvial Fan

Waterand Sediments

Hydrology

Species & Ecosystems

People

Angola

Namibia

Botswana

Human Use :


Human Use :


Human Use:


Human Use:



Abundance


Productivity

Mosaic of Many

Different Habitats


Abundance


Productivity

Mosaic of Many

Different Habitats

Okavango River


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In Table 1, it is clear that all of the ODMP Components contain different degrees ofemphasis on people issues or concerns. The Management category seeks to integratethese issues with those that relate more closely to the natural environment into a coherentstructure that will promote the sustainable use of the Okavango Deltas natural resources.

The fourth category of Management also provides critically important linkages betweenwater, species and ecosystems, and people, principally through the focus on governancestructures and issues in Section 3.5. The central roles of management processes andinstitutional responsibilities, together with their integration and co-ordination with stakeholderparticipation processes, are emphasised in Section 4 of this report. Special attention isgiven to recommending how best to move forward from the present situation whereparticipation is relatively fragmented and uncoordinated, to a future position where theprinciples of sustainable development underpin management decision-making.

Another key responsibility of Management is the collection, interpretation, communicationand storage of monitoring data and information. The ODMP Secretariat or anotherdesignated institution will be responsible for assembling and reviewing all management-related information that is collected on the Okavango Delta. This would form the basis forevaluating the effectiveness of the management process and for evaluating possiblealternative management strategies. Where other, more basic, monitoring data andinformation are collected as part of a strategy to improve our collective understanding of thelong-term functioning of the Okavango Delta, these data should first be examined andinterpreted by the relevant specialists before they are made accessible to the designatedmanagement authority. These activities must be closely co-ordinated to ensure that thenecessary management information is provided as and when it is needed; the appropriateODMP components (shown in the Management category in Table 1) will need to takeresponsibility for these activities.

3.3. Hydrological Research

3.3.1. Key issues

The hydrology of the Okavango Delta is extremely complex and highly dynamic in both timeand space, and significant water exchanges occur between the different components of thehydrological cycle at very variable spatial and temporal scales. High evapotranspirationlosses account for most of the Okavango River inflows and only an insignificant fraction ofthe Deltas inflow discharges to downstream river systems.

The natural hydrological fluctuations of the Okavango Delta vary over many time scales(seasonal, annual and decades due to long-term climatic variations). The key processes thatgovern the hydrological behaviour and transport of sediments and dissolved compounds are:

Inflow of water, sediments and compounds (nutrients, pollutants);

Rainfall in the Delta;

Flow and related transport of sediments and compounds through river channelnetwork and bifurcations;

Channel blocking and opening caused by sediment, vegetation and mammals;

Spills from channels to floodplain and swamps and related flow and transport in theseareas;

Surface water groundwater interaction, recharge and exfiltration;

Groundwater flow and solute transport; Evaporation from open water and vegetation;

Salt accumulation and fresh water salt water interaction.


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Superimposed on the natural fluctuations are changes imposed on the system by:

Long-term trends in climate change;

Developments in the upper catchment, including existing and proposed irrigationschemes and proposed hydropower schemes;

Anthropogenic activities in the Delta, including: surface and groundwaterabstractions; channel clearing operations; sewage discharges; and accidental spills ofpollutants such as oil and fuel;

Catastrophic tectonic events; and

Water management actions.

Balanced and well-informed management decisions, with due consideration of the socio-economic needs on one hand and the ecosystem sustainability on the other, require that theabove hydrological factors and their interactions are understood at an appropriate level.

3.3.2. Current status of monitoring and research

Systematic monitoring of water quantity and water quality

Long-term monitoring of basic hydrological and water quality parameters should serveseveral purposes including:

Improved scientific understanding of the Okavango Delta system;

Support for water management decisions;

Evaluations of the impact of water management decisions; and

Assessments of the potential implications of external effects such as climate changeand human interventions in the upper basin, as well as the effects of episodic events

such as contamination spills and tectonic activity.

Without securing a reliable database of long-ter